Publication Type

Journal Article

Publication Date

7-1993

Abstract

Companies have been reluctant to internationalize the R&D function. The reasons for keeping R&D geographically centralized are mostly related to preserving optimal communication patterns. But market forces, and the diffusion of the sources of technological know-how, oblige many companies to decentralize and internationalize their R&D laboratories. How does one manage this international network of laboratories? The author takes the position that companies internationalize R&D to improve the process of technical learning. If this is the case, the management of the laboratory network has to stimulate this technical learning. On the basis of 14 case studies, five areas warrant attention: creating and preserving the diversity of the laboratories, improving the communication network, enhancing the credibility of the laboratories, repositioning the planning exercise as a learning process, and creating internal and external organizational networks.

Discipline

International Business | Operations and Supply Chain Management | Technology and Innovation

Research Areas

Operations Management

Publication

Research-Technology Management

Volume

36

Issue

6

First Page

42

Last Page

49

ISSN

0895-6308

Identifier

10.1080/08956308.1993.11670915

Publisher

Taylor & Francis (Routledge): SSH Titles

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.1080/08956308.1993.11670915

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